Steady State
What does this mean?
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
The Path Forward
The Stewardship
Focuses on long-term sustainability and gentle cultivation of existing resources rather than forced expansion. It honors the organization's established role as a reliable anchor.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 23.6% | 35 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 27.8% | 34 | Critical Intervention Needed | Gov Risk | |
| 2021 | Hidden | Hidden | 35.6% | 44 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 30.3% | 46 | Governance-Stressed | Recovery | |
| 2019 | — | — | 21.2% | 41 | Fragile | Gov Risk | |
| 2018 | — | — | 25.8% | 40 | Fragile | Gov Risk | |
| 2017 | — | — | 17.8% | 41 | Fragile | Stable Watch | |
| 2016 | — | — | 19.5% | 41 | Fragile | Recovery | |
| 2015 | — | — | 23.1% | 35 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 28.1% | 32 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 23.5% | 33 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 22.3% | 37 | Financially Distressed | Recovery | |
| 2011 | — | — | 18.8% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARIA JOHNSON | Executive Director | 12.8% of Rev | ||
| JOSEPH CRNKO | Board Member | 9.4% of Rev | ||
| JACOB WINKLER | Board Member | 5.3% of Rev | ||
| ARVIN WU | Secretary | — | ||
| KRISTI BARNES | Treasurer | — | ||
| JENNIFER KAPUR | Board Member | — | ||
| MARCIA MURRAY | Board Member | — | ||
| ANDY PERRY | Board Member | — | ||
| ANDREW PETERSDORF | Board Member | — | ||
| ALMONDINE THOMPSON | Board Member | — | ||
| PETER CONSTABLE | Board Member | — | ||
| MARK GARGETT | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARIA JOHNSON | Executive Director | 13.0% of Rev | ||
| JOSEPH CRNKO | Board Member | 11.2% of Rev | ||
| MARK GARGETT | Board President | — | ||
| JACOB BANG | Treasurer | — | ||
| SUSIE FRAZIER | Secretary | — | ||
| GEORGE BIRCHFIELD | Board Member | — | ||
| PETER CONSTABLE | Board Member | — | ||
| MARCIA MURRAY | Board Member | — | ||
| NARIA SANTA LUCIA | Board Member | — | ||
| ALMODINE THOMPSON | Board Member | — | ||
| ARVIN WU | Board Member | — | ||
| LISA FERNANDEZ | Board Member | — | ||
| SAM BUTLER | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 235 other orgs in WA with NTEE prefix A6.
Most-divergent component: program score sits 28 points above the peer median (60 vs. 32).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 41 → 35 over 5 years (declining by 6 points).
What's driving this score
- Comp-to-revenue ratio of 23.6% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.